Maurer / Siller ISCONTOUR 2020 Tourism Research Perspectives

Proceedings of the International Student Conference in Tourism Research
1. Auflage 2020
ISBN: 978-3-7519-2707-9
Verlag: BoD - Books on Demand
Format: EPUB
Kopierschutz: 6 - ePub Watermark

E-Book, Englisch, 356 Seiten

The International Student Conference in Tourism Research (ISCONTOUR) offers students a unique platform to present their research and establish a mutual knowledge transfer forum for attendees from academia, industry, government and other organisations. The annual conference, which is jointly organized by the IMC University of Applied Sciences Krems and the Management Center Innsbruck, takes place alternatively at the locations Krems and Innsbruck. The conference research chairs are Prof. (FH) Mag. Christian Maurer (University of Applied Sciences Krems) and Prof. (FH) Mag. Hubert Siller (Management Center Innsbruck). The target audience include international bachelor, master and PhD students, graduates, lecturers and professors from the field of tourism and leisure management as well as businesses and anyone interested in cutting-edge research of the conference topic areas. The proceedings of the 8th International Student Conference in Tourism Research include a wide variety of research topics, ranging from consumer behaviour, tourist experience, information and communication technologies, marketing, destination management, and sustainable tourism management.

Professor (FH) Mag. Christian Maurer is Head of the Institute International Business, Programme Director for the Master programmes "Marketing" and"Tourism & Leisure Management" at the IMC University of Applied Sciences in Krems, Austria. His areas of lecturing and research are Digital Marketing, E-Tourism, Marketing and Communication Management, Strategic Marketing Planning. Christian Maurer studied German Philology and Communication Sciences at the University of Vienna. From 1995-1998 he was Lecturer at the University of Hull in GB, where he also achieved a post-graduate diploma in "Applied Language and New Technologies". From 2000 to 2004 Christian Maurer worked for the Austrian National Tourist Office (ANTO) in Vienna. In the position of Head of Information Management he was responsible for strategic planning and e-marketing, the ANTO's internet portal, and the holiday service center austria.info. Christian Maurer has published several research papers, led international research projects and has held many presentations at international conferences. He is founder of the International Student Conference in Tourism Research (ISCONTOUR).

Autoren/Hrsg.

Maurer, Christian

Siller, Hubert J.

Leseproben

Reviewing Employee Innovative Behaviour
Ahmed Hammad [e-mail] Plymouth University, United Kingdom Abstract The aim of this study is to conduct a comprehensive systematic review on employee innovative behaviour (EIB) literature in services. Based on the review, conceptualising EIB has been summarised. Generally, during the period 1994 – 2019, 211 research studies exploring EIB were reviewed. As for the results, the concept of EIB based on the reviewed studies has been clarified and distinguished. Also, antecedents of EIB have been reviewed and its methodological trends including research methods, data collection, sampling and data analysis methods, have been explored and compared. Moreover, gaps and limitations in EIB research were highlighted. Regarding practical implications, this paper provides practitioners with a general review about EIB to improve their understanding of the concept and its methodology. As well, due to the significance of EIB in services, this review gives guidance for future research regarding its methodology, antecedents and consequences. Keywords: Employee innovative behaviour, Creativity, Leadership, Tourism, Hospitality. 1 INTRODUCTION Employee innovative behaviour (EIB), among various levels of innovation is regarded as a basis of organisational innovation (Janssen et al., 2004). As well, Yuan and Woodman (2010) declared that it is crucial for business success in service industries. Additionally, Oldham and Cummings (1996) stressed that innovative behaviour (IB) is essential for the effective functioning of organisations. Likewise, Åmo (2005) said that management encourages EIB because it contributes to the organisation's development. However, according to Ramamoorthy et al. (2005), EIB has a little attention, and most previous research has been conducted in manufacturing industries. Nonetheless, researchers call for more research on EIB in services, which may be distinguished than that in manufacturing firms (Sheehan, 2006). Thus, many scholars have begun investigating EIB in service context. In fact, innovative work behaviour (IWB) has recently received a significant attention due to a highly complex, competitive, and dynamic economic environment (Škudiene et al., 2018). Furthermore, companies admit the fact that overall organisational innovation highly relies on promoting individual employee IWB. So, the ways and possibilities of EIB in the workplace improvement are still a vital topic among practitioners and scholars (De Jong and Den Hartog, 2010). These studies shape the basis for this systematic review as it summerises EIB's research results and determines gaps and limitations for future research. Remarkably, several definitions were given to EIB. Also, Basadur (2004) announced that employee creativity has been used interchangeably with EIB in the literature. However, several differences have existed between the two constructs. Thus, in the following sections, the researcher began by distinguishing employee creativity and EIB, and then comparing and analysing different definitions of EIB in order to reach a clear understanding of EIB concept which would add value to the literature. After that, methodology, findings, gaps, limitations and conclusions were clarified for providing a clear review about EIB and guidelines for future researchers. 2 CONCEPTUALISING EMPLOYEE INNOVATIVE BEHAVIOUR Before defining EIB, the researcher distinguished between employee creativity and EIB. De Jong and Den Hartog (2007) announced that differences between creativity and IB have been identified and discussed. Unlike creativity, IB aims at generating some kind of benefit. IB also has a richer applied component as it is predicted to result in innovative output. Interestingly, creativity is often regarded as an element of innovation (Omri, 2015). Specifically, creativity according to Fadaee and Alzahrh (2014) is stated as an individual's ability that can lead to an invention or idea by the creative person, while innovation is implementing the creative ideas resulted (Hunter et al., 2006). Importantly, IB can be differentiated from employee creativity for two key reasons. First, creativity is concerned only with the idea generation stage, while IB involves all employee behaviour relevant to different stages of the innovation process. Second, creativity is typically related to “something of absolute novelty,” whereas IB is concerned with “something of relative novelty.” (De Spiegelaere et al., 2014a). Moreover, according to Shin and Zhou (2003), innovation is not only a concept concerned with creating new products or services, but also it is a broader view directed toward producing novel processes or practices into the organisational context which is beneficial to the consumers. As well, Khan et al. (2015) declared that innovation as a process comprises creativity, novelty, research, and organisational propensity to support novel ideas for achieving competitive advantages in changing contexts. Likewise, innovation at the individual level can be described as a process which improved and altered by individuals or work teams, at different organisational levels (Axtell et al., 2006). Thus, in this context, from the individual approach of innovation, the concept of EIB emerges as a significant concept for competitiveness and the companies’ long-term survival (Runco, 2004), making innovative employees the essential asset for today's organisations (De Spiegelaere et al., 2014a). Consequently, after clarifying the differences between employee creativity and EIB, the researcher, in this section, analysed different definitions of EIB. Numerous definitions to the EIB concept have been given by several scholars like (Scott and Bruce, 1994; Janssen, 2000; Contreras et al., 2017) and many others, which are summarized in Table 2.1. Table 2.1. Definitions of employee innovative behaviour Author Definition Scott and Bruce (1994) A concept encompassing three unified non-sequential behavioural tasks, namely, idea creation, idea promotion, and idea realisation, which is a one-dimensional variable. Janssen (2000) The deliberate production, promotion and implementation of new ideas within a work role, group or organisation to benefit role performance, the group, or the Odoardi et al. (2015) organisation and an extra-role, or discretionary, behaviour that goes beyond arranged role expectations which is not required from employees. Kleysen and Street (2001) All individual behaviour directed at generating, promoting and or realising beneficial novelty at any organsational level such as developing new product ideas De Spiegelaere et al. (2014b) or technologies, or applying new ideas or technologies to work processes aimed to significantly improve their efficiency and effectiveness. Van der Vegt and Janssen (2003) The interrelated and un-sequential mix of intentional idea generation, idea promotion, and idea realisation to improve performance within a work role, work group, or organisation and a broader and much more complex concept than creative behaviour. De Jong and Den Hartog (2007) A behaviour including identifying problems and initiating and deliberately creating valuable ideas within a work role, group, or organisation regarding products, services, and work methods, in addition to a set of behaviours necessary to improve, launch, and apply these ideas with the goal of enhancing business. De Jong and Den Hartog (2010) A process encompassing four dimensions; exploration, generation, championing, and implementation of ideas. Kao et al. (2015) A frontline employee’s creation or realisation of new ideas, skills, processes, technologies and procedures to his/her customers. Contreras et al. (2017) An employee’s action directed toward the creation, application and realisation of novel ideas, processes, products, and methods from his/her job position, department unit, or organisation. Clearly, based on these previous definitions, it is noticed that most of these definitions are similar in which EIB contains idea creation, promotion and implementation. Also, a scholar consensus exists concerning that IWB is a concept focusing on the employee's outcomes via a set of behaviours that are deliberate and can be performed from different organisation's levels (Contreras et al., 2017). In this study, EIB is conceptualised as "A frontline employee's extra-role or discretionary behaviour aimed at intentionally creating, promoting and implementing novel ideas, skills, process, technologies and procedures within a work role, group or organisation to benefit role performance, the group, or the organisation" (Janssen, 2000; Kao et al., 2015). However, despite the similarities in these definitions and after reviewing the studies, some differences appeared which are explored in detail in the findings' section. 3 METHODOLOGY This research tries to give a comprehensive systematic review of EIB in services, based on the guidelines offered by Tranfield et al. (2003). Tranfield et al. (2003) declared that a systematic review in the management field contains three main stages. The...